TABLE OF CONTENTS 
Earlier, we defined the process of strategy creation into three parts, and the previous chapter focused on the first two:
Where do we want to be?
Where are we now?
The challenge from here on is to answer the question:
How do we get there from here?
Some organizations proceed without a formal strategy - working on an ad-hoc basis, project by project, or with some broad principles, typically grown from a set of IT and data standards. But it is the authors' view that once a certain maturity is reached, ownership and coordination of knowledge and information activity in the business becomes essential: in particular, a strategic approach to infrastructure and technology choices is vital, otherwise individual business units and divisions can run off and build incompatible systems with differing underlying architectures; but beyond this lies real value in a dedicated individual or group being responsible for reflecting on the end-to-end processes involved in knowledge flows throughout the business. This 'ownership' approach also offers real potential for building true organizational learning through the creation of case studies and collation of lessons learned, evangelizing the results, and helping others use and integrate that learning within new projects.
The lower level details of the knowledge management strategy will evolve as we progress through the stages, as greater clarity comes from more informed analysis. But what does a knowledge management strategy look like? Organizations...
